Unit – I overview of Management What is Management? Definitions According to Harold Koontz, "Management is the art of getting things done through and with people in formally organized groups.“ Harold Koontz gave this definition of management in his book "The Management Theory Jungle". According to Henri Fayol, "To manage is to forecast and to plan, to organise, to command, to co- ordinate and to control.“ Henri Fayol gave this definition of management in his book "Industrial and General Administration". According to Peter Drucker, "Management is a multi-purpose organ that manages business and manages managers and manages workers and work.“ According to Mary Parker Follet, "Management is the art of getting things done through people.“ Meaning of Management According to Theo Heimann, management has three different meanings, viz., Management as a Noun : refers to a Group of Managers. Management as a Process : refers to the Functions of Management i.e. Planning, Organising, Directing, Controlling, etc. Management as a Discipline : refers to the Subject of Management. Management is an individual or a group of individuals that accept responsibilities to run an organization. They Plan, Organize, Direct and Control all the essential activities of the organization. Management does not do the work themselves. They motivate others to do the work and co-ordinate (i.e. bring together) all the work for achieving the objectives of the organisation. Management brings together all Six Ms i.e. 1. Men and Women, 2. Money, Machines, 3. Materials, 4. Methods and 5. Markets. They use these resources for achieving the objectives of the organisation such as 1. high sales, 2. maximum profits, 3. business expansion, etc. Features of Management Continuous and never ending process Management is a Process. It includes four main functions, viz., Planning Organizing, Directing and Controlling. Getting things done through people The managers do not do the work themselves. They get the work done through the workers. The workers should not be treated like slaves. They should not be tricked, threatened or forced to do the work. Result oriented science and art Management is result oriented because it gives a lot of importance to "Results". Examples of Results like, increase in market share, increase in profits, etc Multidisciplinary in nature Therefore, management uses knowledge from many different subjects such as Economics, Information Technology, Psychology, Sociology, etc. Therefore, it is multidisciplinary in nature. A group and not an individual activity Management is not an individual activity. It is a group activity. It uses group (employees) efforts to achieve group (owners) objectives. It tries to satisfy the needs and wants of a group (consumers). Nowadays, importance is given to the team (group) and not to individuals. Follows established principles or rules Management follows established principles, such as division of work, discipline, unity of command, etc. Aided but not replaced by computers Now-a-days, all managers use computers. Computers help the managers to take accurate decisions. However, computers can only help management. Computers cannot replace management. This is because management takes the final responsibility. Situational in nature Management makes plans, policies and decisions according to the situation. It changes its style according to the situation. It uses different plans, policies, decisions and styles for different situations. Need not be an ownership In small organisations, management and ownership are one and the same. However, in large organisations, management is separate from ownership. The managers are highly qualified professionals who are hired from outside. The owners are the shareholders of the company. Both an art and science Management is result-oriented. Therefore, it is an Art. Management conducts continuous research. Thus, it is also a Science. Management is all pervasive Management is necessary for running a business. It is also essential for running business, educational, charitable and religious institutions. Management is a must for all activities, and therefore, it is all pervasive. Management is intangible Management is intangible, i.e. it cannot be seen and touched, but it can be felt and realised by its results. The success or failure of management can be judged only by its results Uses a professional approach in work Managers use a professional approach for getting the work done from their subordinates. They delegate (i.e. give) authority to their subordinates. Dynamic in nature Management is dynamic in nature. That is, management is creative and innovative. An organisation will survive and succeed only if it is dynamic. It must continuously bring in new and creative ideas, new products, new product features, new ads, new marketing techniques, etc. Importance of management 1. It facilitates the achievement of goals through limited resources. 2. It ensures smooth sailing in case of difficulties. 3. It ensures continuity in the organization. 4. It focuses on group efforts. 5. It is the key to the economic growth. Challenges to management Managers may have to face many challenges in the years to come in doing their job. These challenges involve complex issues to deal 1. LPG 2. Changing life styles and changing values 3. Increasing life expectancy 4. More expectations of customers and employees in particular and society as a whole in general 5. Eroding business ethics 6. Depleting financial and non financial resources 7. Changing technology 8. Bottlenecks in the basic infrastructure 9. Environmental degradation through pollution FUNCTIONS OR PROCESS OF MANAGEMENT Different experts have classified functions of management. According to George & Jerry, “There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”. According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ‘POSDCORB’ •where Pstands for Planning, •O for Organizing, •S for Staffing, •D for Directing, • Co for Co-ordination, •R for reporting & B for Budgeting But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling. Planning It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, “Planning is deciding in advance – what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. A plan is a future course of actions. Thus, planning is a systematic thinking about ways & means for accomplishment of predetermined goals. Planning is necessary to ensure proper utilization of human & nonhuman resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc. Planning involves essentially four stages 1. Identifying the goals to be achieved 2. Exploring the courses of action available to search this goal 3. Evaluating each course of action on merits 4. Finally selecting the best course of action for implementation Elements of planning 1. Forecasts 2. Objectives 3. Policies 4. Strategies 5. Programme 6. Procedures 7. Schedules 8. Budgets Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel’s”. Organizing as a process involves: • Identification of activities. • Classification of grouping of activities. • Assignment of duties. • Delegation of authority and creation of responsibility. • Coordinating authority and responsibility relationships. Staffing The main purpose of staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure”. Staffing involves 1. Manpower Planning (estimating man power in terms of searching, choose the 2. person and giving the right place). 3. Recruitment, selection & placement. 4. Training & development. 5. Remuneration. 6. Performance appraisal. 7. Promotions & transfer. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: • Supervision • Motivation • Leadership • Communication Controlling It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. Therefore controlling has following steps: (i) Establishment of standard performance. (ii) Measurement of actual performance. (iii) Comparison of actual performance with the standards and finding out deviation ifany. (iv) Corrective action. SIGNIFICANCE OR IMPORTANCE OF MANAGEMENT Encourages Initiative Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. Encourages Innovation Management also encourages innovation in the organisation. Innovation brings new ideas, new technology, new methods, new products, new services, etc. Facilitates growth and expansion Management makes optimum utilization of available resources. It reduces wastage and increase efficiency. It encourages team work and motivates employees. It also reduces absenteeism and labor turnover. Improves life of workers Management shares some of its profits with the workers. It provides the workers with good working environment and conditions. It also gives the workers many financial and non-financial incentives. Improves corporate image If the management is good, then the organization will produce good quality goods and services. This will improve the goodwill and corporate image of the organization Motivates employees Management motivates employees by providing financial and non-financial incentives. These incentives increase the willingness and efficiency of the employees. Improves relations Management improves relations between individuals, groups, departments and between levels of management. Better relations lead to better team work. Better team work brings success to the organization. Encourages Team Work Management encourages employees to work as a team. It develops a team spirit in the organisation. This unity brings success to the organisation Levels of Management Many managers work in an organisation. However, these managers do not work at the same level. They work and operate at different positions. Hierarchy of these managerial positions is called Levels of Management. . Three Levels of Management Generally, there are Three Levels of Management, viz., Administrative or Top Level of Management. Executive or Middle Level of Management. Supervisory or Lower Level of Management. At each level, individual manager has to carry out different roles and functions. Top Level of Management 1. The Top Level Management consists of the Board of Directors (BOD) and the Chief Executive Officer (CEO). 2. The Chief Executive Officer is also called General Manager (GM) or Managing Director (MD) or President. 3. The Board of Directors are the representatives of the Shareholders, i.e. they are selected by the Shareholders of the company. 4. Similarly, the Chief Executive Officer is selected by the Board of Directors of an organisation. The main role of the top level management is summarized as follows :- 1. The top level management determines the objectives, policies and plans of the organisation. 2. They mobilises (assemble and bring together) available resources. 3. The top level management does mostly the work of thinking, planning and deciding. Therefore, they are also called as the Administrators and the Brain of •They spend more time in planning and organising. •They prepare long-term plans of the organisation which are generally made for 5 to 20 years. •The top level management has maximum authority and responsibility. They are the top or final authority in the organisation. They are directly responsible to the Shareholders, Government and the General Public. The success or failure of the organisation largely depends on their efficiency and decision making. •They require more conceptual skills and less technical Skills. Middle Level of Management 1. The Middle Level Management consists of the Departmental Heads (HOD), Branch Managers, and the Junior Executives. 2. The Departmental heads are Finance Managers, Purchase Managers, etc. 3. The Branch Managers are the head of a branch or local unit. 4. The Junior Executives are Assistant Finance Managers, Assistant Purchase Managers, etc. 5. The Middle level Management is selected by the Top Level Management. The middle level management emphasize more on following tasks :1. Middle level management gives recommendations (advice) to the top level management. 2. It executes (implements) the policies and plans which are made by the top level management. 3. It co-ordinate the activities of all the departments. 4. They also have to communicate with the top level Management and the lower level management. 5. They spend more time in co-ordinating and communicating. 6. They prepare short-term plans of their departments which are generally made for 1 to 5 years. 7. The middle Level Management has limited authority and responsibility. 8. They are intermediary between top and lower management. 9. They are directly responsible to the chief executive officer and board of directors. Require more managerial and technical skills and less conceptual skills. Lower Level of Management The lower level management consists of the Foremen and the Supervisors. They are selected by the middle level management. It is also called Operative / Supervisory level or First Line of Management. The lower level management performs following activities :1. Lower level management directs the workers / employees. 2. They develop morale in the workers. 3. It maintains a link between workers and the middle level management. 4. The lower level management informs the workers about the decisions which are taken by the management. They also inform the management about the performance, difficulties, feelings, demands, etc., of the workers. 5. They spend more time in directing and controlling. 6. The lower level managers make daily, weekly and monthly plans. 7. They have limited authority but important responsibility of getting the work done from the workers. 8. Along with the experience and basic management skills, they also require more technical and communication skills. Objectives of Management The objectives of management are narrated as under. (i) Organizational objectives: Management is expected to work for the achievement of the objectives of the particular organization in which it exists. Organisational objectives include: (a) Reasonable profits so as to give a fair return on the capital invested in business (b) Survival and solvency of the business, i.e., continuity. (c) Growth and expansion of the enterprise (d) Improving the goodwill or reputation of the enterprise. ii) Personal objectives: An organisation consists of several persons who have their own objectives. These objectives are as follows: (a) Fair remuneration for work performed (b) Reasonable working conditions (c) Opportunities for training and development (d) Participation in management and prosperity of the enterprise (e) Reasonable security of service. iii) Social objectives: Management is not only a representative of the owners and workers, but is also responsible to the various groups outside the organization. It is expected to fulfill the objectives of the society which are given below: (a) Quality of goods and services at fair price to consumers. (b) Honest and prompt payment of taxes to the Government. (c) Conservation of environment and natural resources. (d) Fair dealings with suppliers, dealers and competitors. (e) Preservation of ethical values of the society Managerial roles (Mintzberg) Henry Mintzberg identified ten different roles, separated into three categories. The categories he defined are as follows Interpersonal Figure head Leader liaison Informational Monitor Disseminator Spokes person Decisional Entrepreneur Negotiator Resource allocator Disturbance handler Interpersonal Roles The ones that, like the name suggests, involve people and other ceremonial duties. It can be further classified as follows • Leader – Responsible for staffing, training, and associated duties. • Figurehead – The symbolic head of the organization. • Liaison (LINK, CONTACT) – Maintains the communication between all contacts and informers that compose the organizational network. b) Informational Roles Related to collecting, receiving, and disseminating information. • Monitor – Personally seek and receive information, to be able to understand the organization. • Disseminator – Transmits all import information received from outsiders to the members of the organization. • Spokesperson – On the contrary to the above role, here the manager transmits the organization’s plans, policies and actions to outsiders. c) Decisional Roles • Entrepreneur – Seeks opportunities. Basically they search for change, respond to it, and exploit it (make use of it , develop, utilize) . • Negotiator – Represents the organization at major negotiations. • Resource Allocator – Makes or approves all significant decisions related to the allocation of resources. • Disturbance Handler – Responsible for corrective action when the organization faces disturbances. TRENDS AND SCENARIO CHALLENGES OF MANAGEMENT IN GLOBAL The management functions are planning and decision making, organizing. leading, and controlling — are just as relevant to international managers as to domestic managers. International managers need to have a clear view of where they want their firm to be in the future; they have to organize to implement their plans: they have to motivate those who work lot them; and they have to develop appropriate control mechanisms. 1. Globalization 2. Development of Environment 3. Quality and Productivity 4. Ethics and Social Responsibility 5. Innovation and Change 6. Technological Development 7. Knowledge Management 8. Work Force Diversity 9. Multicultural Effects 10. Empowerment of Employees a) Planning and Decision Making in a Global Scenario To effectively plan and make decisions in a global economy, managers must have a broad based understanding of both environmental issues and competitive issues. They need to understand local market conditions and technological factor that will affect their operations. At the corporate level, executives need a great deal of information to function effectively. b) Organizing in a Global Scenario Managers in international businesses must also attend to a variety of organizing issues. For example, General Electric has operations scattered around the globe.The firm has made the decision to give local managers a great deal of responsibility for how they run their business Managers in an international business must address the basic issues of organization structure and design, managing change, and dealing with human resources. c) Leading in a Global Scenario We noted earlier some of the cultural factors that affect international organizations. Individual managers must be prepared to deal with these and other factors as they interact people from different cultural backgrounds . Supervising a group of five managers, each of whom is from a different state in the United States, is likely to be much simpler than supervising a group of five managers, each of whom is from a different culture. Managers must understand how cultural factors affect individuals. d) Controlling in a Global Scenario Finally, managers in international organizations must also be concerned with control. Distances, time zone differences, and cultural factors also play a role in control. For example, in some cultures, close supervision is seen as being appropriate, whereas in other cultures, it is not Likewise, executives in the United States and Japan may find it difficult to communicate vital information to one another because of the time zone differences. Various functional areas of management are: Ø Production management Ø Marketing management Ø Financial management Ø Personal management Ø IT and R & D Production management: Production means creation of utilities by converting raw material in to final product by various scientific methods and regulations. It is very important field of management. Various sub-areas of the production department are as follows. Plant lay out and location: This area deals with designing of plant layout, decide about the plant location for various products and providing various plant utilities Production planning: Managers has to plan about various production policies and production methods. Material management: This area deals with purchase, storage, issue and control of the material required for production department. Research and Development: This area deals with research and developmental activities of manufacturing department. Refinement in existing product line or develop a new product are the major activities. Quality Control: Quality control department works for production of quality product by doing various tests which ensure the customer satisfaction. Marketing management: Marketing management involves distribution of the product to the buyers. It may need number of steps. Sub areas are as follows Advertising: This area deals with advertising of product, introducing new product in market by various means and encourage the customer to buy thee products. Sales management: Sales management deals with fixation of prices, actual transfer of products to the customer after fulfilling certain formalities and after sales services. Market research: It involves in collection of data related to product demand and performance by research and analysis of market. Finance and accounting management: Financial and accounting management deals with managerial activities related to procurement and utilization of fund for business purpose. Its sub areas are as follows Financial accounting: It relates to record keeping of various financial transactions their classification and preparation of financial statements to show the financial position of the organization. Management accounting: It deals with analysis and interpretation of financial record so that management can take certain decisions on investment plans, return to investors and dividend policy Taxation: This area deals with various direct and indirect taxes which organization has to pay. Costing: Costing deals with recording of costs, their classification, analysis and cost control. Personnel Management: Personnel management is the phase of management which deals with effective use and control of manpower. Following are the sub areas of Personnel management Personnel planning: This deals with preparation inventory of available manpower and actual requirement of workers in organization. Recruitment and selection: This deals with hiring and employing human being for various positions as required. Training and development: Training and development deals with process of making the employees more efficient and effective by arranging training programmes. It helps in making team of competent employees which work for growth of organisation. Wage administration: It deals in job evaluation, merit rating of jobs and making wage and incentive policy for employees. Industrial relation: It deals with maintenance of overall employee relation, providing good working conditions and welfare services to employees.